European Journal of Business and Management www.iiste.

org
ISSN 2222-1905 !aper" ISSN 2222-2#$9 %nline"
&ol.'( No.2$( 201)

95
Deliverables towards HR Sustainability:
A conceptual Review

Mr. * + Jena
!,.- S.,olar( -ept. of /umanities and So.ial S.ien.e( II0-+,aragpur
Email1 l23ena4iit2gp.a..in

-r. 5 + !rad,an
6sso.iate !rofessor( -ept. of /umanities and So.ial S.ien.e( II0-+,aragpur
Email1 r2prad,an4,ss.iit2gp.a..in

Abstract
0,e ,allmar2 of sustaina7ilit8 is t,at it 7rings a7out long-term t,in2ing and for /5 portfolio 7uilding an
esta7lis,ment as an 9emplo8er of .,oi.e9 is s8non8mous wit, sustaina7ilit8. %ne of t,e prime tenets of
sustaina7ilit8 is ma:imi;ing t,e positi<e 7enefits of a 7usiness operation for all sta2e,olders and pre.isel8 it
s,ould start wit, its internal people resour.es. 0,ere is a growing .onsensus t,at effe.ti<e ,uman .apital is
.riti.al to an organi;ation=s su..ess and t,at t,e ,uman resour.e fun.tions must 7e strategi.all8 sustaina7le. 0,e
<er8 word sustaina7ilit8 is a new and interesting topi. for most /5 professionals> at t,e same time t,e ne:us
7etween sustaina7ilit8 and ,uman resour.es is an intangi7le one. In .ontemporar8 times ,uman resour.es is
under in.redi7le pressure to as.ertain its <alue( fa.ing intense demands to .reate a more produ.ti<e( results-
oriented wor2for.e. 0,is re<iew paper will tr8 to re<isit t,e ?/5 to do list@ and will e:plore an effe.ti<eness
me.,anism to address t,e fa.tors li2e emplo8ee engagement( performan.e( .ompeten.e and retention as a
powerful engine for propelling sustaina7ilit8 of t,e domain.
Keywords: /5 sustaina7ilit8( /5 effe.ti<eness( Emplo8ee engagement( Emplo8ee performan.e( Emplo8ee
.ompeten.e( Emplo8ee retention

Introduction
%ne of t,e most .ited 2e8 word t,e term ?sustaina7ilit8@ is a multidis.iplinar8 p,enomenon Me7ratu( 199#" and
,as 7e.ome a .riti.al issue for t,e 7usiness world of 21
st
.entur8 !ra,alad A /ammond( 2002". Sustaina7le
esta7lis,ments stri<e to endure and satisf8 t,e triple 7ottom line of e.onomi.( en<ironmental and ,uman
performan.e and 7eing a u7iBuitous term( pra.titioners and resear.,ers ,a<e 7egun e:amining t,e role on
?,uman performan.e@ t,at /5 fun.tionaries ma8 potentiall8 wor2 out to deri<e greater organi;ational
sustaina7ilit8. In t,is .onte:t it is o7ser<ed t,at in .ontemporar8 times( t,e areas t,at /5 professionals are
strategi.all8 underta2ing ne.essar8 .ontri7ution are in t,e field of .,ange management( organi;ational
de<elopment and alignment of 2e8 /5 s8stems and pro.esses. /owe<er( ?unfortunatel8( few in /5 are well
<ersed wit, t,e terminolog8 of sustaina7ilit8@ /it.,.o.2 and Cillard 200'" and in t,e name sa2e of ?strategi.
organi;ational de<elopment@ t,e8 usuall8 are getting trapped wit, implementation slip-ups.
6t t,e outset( /5 fun.tionaries need to understand t,at t,eir .riti.al goal is to nurture indi<idual
.ompeten.es( de<ise .on.erted strategies for aligning ea., department=s goal to t,e organi;ational mission and
aid up wit, t,e rig,t resour.es to support t,e organi;ation=s sustaina7ilit8 <o8age. 0,is ideolog8 su7stantiates
t,at in order to materiali;e organi;ational goals> domain of /5 must ,old onto t,e ?people fa.tor@ as t,eir ideas(
passion and .ommitment fuels t,e inno<ation ensuring long term sustaina7le future. 6 potential means to
a.,ie<e a sustaina7le /5 pra.ti.e is t,roug, .reating a positi<e ps8.,ologi.al .ontra.t 7etween t,e emplo8ee
and t,e emplo8er resulting in in.reased trust( .ommitment( organi;ational .iti;ens,ip( engagement and a sense of
fairness Duest A Eonwa8 199F> Sta32o<i. A *ut,ans 199#> Eo8le-S,apiro 2002".
0,ese fun.tional e:pe.tations lead towards gau;ing ?/5 effe.ti<eness@ w,ere in prioriti;ing(
de<eloping( and implementing t,e .8.li.al p,ase of /5 deli<er8 t,at is in t,e form of emplo8ee engagement(
emplo8ee performan.e( emplo8ee .ommitment and emplo8ee retention is reBuired to 7e re<iewed in detail. In
t,is .onte:t( t,e aut,ors 7elie<e t,at /5 effe.ti<eness .an 7e 7est seen as a dependent <aria7le lin2ed to
sustaina7le pra.ti.e( rat,er t,an as an attri7ute in t,e .onte:t of e:pe.ted /5 deli<er8 as t,ere are man8 models
t,ose ,a<e proposed in sustaina7ilit8 literature fo.using on de<elopment of sound strategies. /owe<er( t,ere is a
s.ant8 attention to fa.tors pertaining to /5 effe.ti<eness su., as engagement( performan.e( .ommitment(
retention and ,en.e t,e desired result of t,is re<iew stud8 is to e:pli.itl8 define t,e relations,ips 7etween
sustaina7ilit8 A /5 effe.ti<eness in order to identif8 t,e .ompeten.ies t,at ma2e /5 deli<er8 <ia7le.

Human Resource is it a discipline towards sustainability:
0,e fundamental Buestion arising in t,is .onte:t is w,8 do organi;ations= are progressi<el8 .ompelling
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 !aper" ISSN 2222-2#$9 %nline"
&ol.'( No.2$( 201)

9'
t,emsel<es to own up sustaina7ilit8 strategies and w,at 2ind of role is e:pe.ted from /5 to 7e a part of t,eir
sustaina7ilit8 3ourne8G 0o e:plore t,e .onne.ting lin2age of 7ot, t,e terms t,e origin of organi;ation need to 7e
studied.
!rimaril8( t,e 7irt, of a formal organi;ation set up is 7e.ause of mar2et imperfe.tness and t,e8 would
not ,a<e a pla.e if mar2ets get t,emsel<es operated effe.ti<el8. 0,e perfe.tion is in terms of ?Hinternali;ing=
re.urring e.onomi. e:.,anges( en,an.ing t,e effi.ien.8 for resour.e allo.ation and redu.ing t,e .ost of
indi<idual transa.tions t,roug, standardi;ation and esta7lis,ing routines Eoarse 19$F". 0,erefore( t,e strategi.
intent of organi;ations= is Ito ,arness pri<ate interests for ser<ing t,e pu7li. interests= and to engage a range of
sta2e,olders in de.ision ma2ing and s,aring of rewards Jappala( 2010". 6dding wit, t,e term ?sustaina7ilit8@
in t,is .onte:t is to 2eep a .omposed <iew re.ogni;ing t,at organi;ational <alues are in.orporated in its
.on.eptuali;ation t,roug, 7alan.ing t,e .ompeting interests( <alues and priorities of sta2e ,olders 5o77in and
Melia /ariadi 2010". 0,is is t,roug, reali;ing effe.ti<e internal and e:ternal sta2e,older management w,i.,
entails spe.ifi. .apa7ilities( su., as dialogue( long-term t,in2ing( .riti.al refle.tion( s8stemi. t,in2ing( .onfli.t
management and .olla7orati<e s2ills Dao A J,ang 200'". 0,e in.essant reBuirements for .olla7orati<e s2ills
and s8stemi. management amongst its sta2e ,olders indu.e organi;ation to ,a<e t,e dis.ipline of ,uman
resour.e as its 7iologi.al off spring. 0,erefore in a ma.ro perspe.ti<e ,uman resour.e pra.ti.es( su., as
indi<idual professional=s .reati<it8( ris2-ta2ing and inno<ati<e .apa7ilities( stands as an out.ome of sustaina7le
pra.ti.e and ,olds as a 2e8 mediator 7etween sustaina7ilit8 o73e.ti<es and organi;ational performan.e. 0,ese
pra.ti.es .ontri7ute to organi;ational performan.e t,roug, an a7ilit8 to attra.t and retain emplo8ees( fostering a
greater sense of organi;ational 3usti.e and emplo8ee .ommitment( impro<ing emplo8ee per.eption of t,e
organi;ation leading to morale enri.,ment and 3o7 satisfa.tion Brammer et al 200F> +u<aas A -8s<i2 2009".
In t,is .onne.tion( t,oug, man8 s.,olars and pra.titioners ,a<e ,8pot,esi;ed t,at t,ere is a
relations,ip 7etween organi;ational sustaina7ilit8 and /5 effe.ti<eness( ,owe<er t,ere is a little resear., ,as
7een .arried out to simultaneousl8 in<estigate t,e fa.tors of /5 out.ome and sustaina7ilit8 initiati<es for
7ringing out a single entit8.

Functional Review of Human Resource:
/5M ,as materiali;ed and progressed as one of t,e most important areas of organi;ational s.ien.e and
management pra.ti.e. It ,as not 7een de<eloped in isolation( 7ut rat,er in t,e .onte:t of industrial .,ange and
e.onomi. de<elopment. Just as t,e .on.epts of organi;ational performan.e and sustaina7ilit8 gets 7roader( so
does t,e .on.ept t,at ,olds ,uman resour.e management as t,e underl8ing pra.ti.es are important for
de<eloping .apa7ilities and organi;ational .ulture .ontri7uting towards sustaina7le out.omes.
%n t,e wa2e of 2nowledge management> s.,olars ,a<e remar2ed t,at managing people and t,eir
aspirations is mu., more diffi.ult t,an managing .apital or te.,nolog8 *ado and Cilson( 199)" as one ,as to
7ear in mind t,at people( not t,e firm( are t,e adapti<e me.,anism in determining ,ow t,e firm will respond to
t,e .ompetiti<e en<ironment 5undle 199F". In t,is .onne.tion resour.e 7ased <iew of t,e firm ,as impressed on
de<eloping .ompetiti<e ad<antage w,i., aids to sustaina7le de<elopment stating t,at t,e organi;ations need to
.reate a <alue 7ased strateg8 in its fun.tional portfolio in a wa8 t,at is rare !enrose 1995" and diffi.ult for
.ompetitors to imitate and t,e Bualit8 t,e ,uman resour.e .arried wit,in is diffi.ult to imitate.
0,ere are emerging /5 .on.erns not onl8 for de<eloping t,e wor2 for.e 7ut also ensuring t,at t,e
rig,t people are in t,e rig,t roles and engaged doing t,e rig,t wor2 during one=s professional life tenure.
0,erefore( effi.ient utili;ation of ,uman resour.e is dependent on t,e ideologies t,at interfa.e 7etween
indi<idual and t,e organi;ation Duest( Eonwa8( Briner and -i.2man 199'". !rimaril8 a professional indi<idual
and an organi;ation are amalgamated wit, a ?ps8.,ologi.al .ontra.t@ as indi<idual mem7ers e:pe.t to ma2e
.ontri7utions to t,e organi;ation and re.ei<e .ertain rewards in return w,erein t,e ps8.,ologi.al .ontra.t
in<ol<es a Iset of e:pe.tations and rules w,i., forms t,e ps8.,ologi.al 7asis for t,e .ontinuing .ommitment of
an emplo8ee to t,eir emplo8er= Ea<anag,( 199'". It is at t,is interfa.e 7etween t,e indi<idual and t,e
organi;ation t,at issues su., as engagement( performan.e( .ommitment and retention .omes into pla8 as a 7asis
for sustaina7le /5 pra.ti.e.
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 !aper" ISSN 2222-2#$9 %nline"
&ol.'( No.2$( 201)

9F

Employee engagement:
Emplo8ee engagement .onnotes in<ol<ement( .ommitment passion( ent,usiasm( fo.used effort and energ8 so it
,as 7ot, attitudinal and 7e,a<ioral .omponent Ma.e8 200#". It is widel8 a..epted 78 7ot, a.ademi. resear.,ers
and pra.titioners t,at emplo8ee engagement 7rings a signifi.ant positi<e impa.t on 7ot, t,e organi;ation and t,e
indi<idual S.,aufeli and Ba22er 2010" as it is related to dedi.ation wor2 in<ol<ement and e:perien.ing a sense
of pride and ent,usiasm a7out one=s wor2" and a7sorption full8 .on.entrated and engrossed in one=s wor2" in
one=s 3o7 profile. /owe<er( t,ere is a prereBuisite to define engagement .learl8 and to unfold t,e wa8s on
engaging emplo8ees in a ,ealt,8 and sustaina7le wa8. +a,n 1990" ,as defined emplo8ee engagement as ?t,e
,arnessing of organi;ation mem7ers= sel<es to t,eir wor2 roles> in engagement( people emplo8 and e:press
t,emsel<es p,8si.all8( .ogniti<el8( and emotionall8 during role performan.es@. Krom an indi<idual perspe.ti<e(
e<iden.e suggests t,at emplo8ees t,ose are engaged are li2el8 to 7e more satisfied in 7ot, t,eir life and 3o7 and
,a<e 7etter mental and p,8si.al ,ealt, S.,aufeli and Salano<a 200F" translating to lower a7sen.e rates
S.,aufeli et al 2009"( lesser intention to lea<e t,e organi;ation and gaining ,ig,er organi;ational .ommitment
S.,aufeli et al 200#" t,an non-engaged emplo8ees. 0,erefore( emplo8ee engagement outlines t,e amount of
dis.retionar8 effort e:,i7ited 78 emplo8ee in t,eir 3o7 Kran2 et.al( 200)" and .umulati<el8 states a7out a
professional indi<iduals intelle.tual and emotional .ommitment to t,e organi;ation S,aw 2005> 5i.,man 200'".
In t,is .onne.tion( resear.,ers ,a<e found t,at emotional fa.tors are lin2ed to an indi<idual=s personal
satisfa.tion and t,e sense of inspiration and affirmation t,e8 get from t,eir wor2 on 7eing part of t,eir
organi;ation. In anot,er land mar2 stud8 t,ere ,as 7een found some 2ind of e<iden.e of ps8.,ologi.al well-
7eing as an influen.ing fa.tor for sustaining emplo8ee engagement 5o7inson et.al 200)" and en,an.ing t,e
relations,ip 7etween emplo8ee engagement and produ.ti<it8.
In an organi;ational .onte:t( 7uilding engagement is a ne<er ending pro.ess and for /5 fun.tionar8 it
rests on .reating t,e foundation for a meaningful and emotionall8 enri.,ing wor2 e:perien.e 0owers !errin(
200'". 0,e rudiments for .reating an engaged wor2for.e .an 7e materiali;ed t,roug, strong leaders,ip(
a..ounta7ilit8( autonom8( a sense of .ontrol o<er one=s en<ironment( pro<iding opportunities for de<elopment
and t,ere are no su7stitutes for t,ese fundamentals. !re.isel8( on t,e ground of 7e,a<ioral inter<entions
emplo8ee engagement .an 7e a.,ie<ed t,roug, t,e .reation of an organi;ational en<ironment w,ere in positi<e
emotions li2e in<ol<ement and pride are en.ouraged 5o7inson( 200'" as it ,as 7een earlier argued t,at w,en
indi<iduals feel a sense of positi<e emotions in t,em( t,e8 are more li2el8 to t,in2 in a more fle:i7le( open-
minded wa8 and are also li2el8 to feel greater self-.ontrol( .ope more effe.ti<el8 and 7e less defensi<e in t,e
wor2pla.e. 6 set of 2e8 7e,a<iour li2e 7elief in t,e organi;ation( desire to wor2 for ma2ing t,ings 7etter(
understanding t,e 7usiness .onte:t( 7eing respe.tful of and ,elpful to .olleagues( willingness to ?go t,e e:tra
mile@ and 2eeping up to date wit, de<elopments in t,e field ,a<e 7een found to 7e asso.iated wit, emplo8ee
engagement 5o7inson et.al( 200)".
%ne of t,e most important .,ara.teristi.s of engagement is e:ploring t,e meaningfulness in 3o7
assignments and ,en.e( people=s per.eptions of meaning wit, regard to t,e wor2pla.e ,as .onne.tions wit, ,ow
engaged t,e8 are and t,eir le<el of performan.e /ol7e.,e and Springett 200$". In t,is .onte:t( t,e
HR Effectiveness

Employee
Engagement

Employee
erformance

Employee
!ommitment

Employee
Retention
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 !aper" ISSN 2222-2#$9 %nline"
&ol.'( No.2$( 201)

9#
organi;ational /5 fun.tionaries need to promulgate t,e 2e8 dri<ers of engagement w,i., s,ould in.lude two-
wa8 .ommuni.ation> ,ig, le<els of internal .ooperation amongst inter-departments( in.essant .ommitment for
emplo8ee well7eing and de<ising .lear( a..essi7le ,uman resour.e poli.ies and pra.ti.es to w,i., managers at
all le<els .an s,ow t,eir .onfiden.e and .ommitment.
6t t,e same time( t,ere were ample e<iden.e indi.ating t,at for most emplo8ees t,e first 8ear on t,e
3o7 stands as t,eir 7est and t,ereafter it slowl8 falls down Brim( 2002"( and t,erefore t,ere lies t,e .,allenge for
/5 to e:plore new wa8s of renewing emplo8ee=s engagement le<el t,roug,out t,eir span of t,eir emplo8ment.
Cit, t,e .ontinuation of a professional for 8ears toget,er w,ile up,olding t,eir engagement le<els it ,as 7een
found t,at feelings and per.eptions on 7eing <alued and in<ol<ed> generates a 2ind of dis.retionar8 effort t,at
ma8 lead to en,an.ed performan.e +onard( 200'". Su., e<iden.e implies t,at management needs to s,are
.ontrol and allow emplo8ees to influen.e important de.isions w,ile promoting t,eir merit <is-L-<is seniorit8
profile in an organi;ation. Emplo8ee engagement is seen as strongl8 related to t,e sustaina7ilit8 of t,e .ompan8
as t,is is not onl8 t,e rig,t t,ing to do 7ut as an ena7ler of its internal .ustomer satisfa.tion and su7seBuent
7usiness growt,. /owe<er( getting emplo8ees in<ol<ed in t,e 3ourne8 to sustaina7ilit8 is seen as a ma3or
.,allenge for w,i., /5=s inter<ention is of paramount importan.e.

Employee Performance:
Eontemporar8 .,allenges fa.ing organi;ations ,a<e led man8 organi;ations= to refo.us attention on t,eir
performan.e management s8stems Bu.,ner( 200F" and e:plore wa8s to impro<e emplo8ee performan.e. -ue to
t,e reali;ation t,at people are t,e most <alua7le assets in an organi;ation( t,e importan.e of performan.e
management ,as 7een pus,ed to t,e fore Bartlett and D,os,al( 1995". 6t t,e same time( t,e feeling of 7eing
treated appropriatel8 78 a .ompan8 will result in demonstrating fair 7e,a<ior 7a.2 to t,e profile portfolio t,at a
professional indi<idual owns up. 0,erefore( t,ere is an essential need for /5 fun.tionar8 to integrate fair
performan.e measurement s8stem wit, t,at of .ompensation poli.ies.
-e<elopment of performan.e measures stands as a <er8 .riti.al part of an organi;ational s8stem
/erpen et al.( 2005". E<er8 indi<idual=s performan.e .arries an impa.t on organi;ation=s wider o73e.ti<es>
t,erefore it is imperati<e t,at e<er8 emplo8ee=s performan.e s,ould 7e managed. 0,is pro.ess of performan.e
management ma8 in.lude group assessments and peer re<iews /ellriegel( et al.( 200)"( as well as written reports.
6mos( et al. 200)1')" ,as defined performan.e management as ?t,e pro.ess t,at 7egins wit, translating t,e
o<erall strategi. o73e.ti<es of t,e organi;ation into .lear o73e.ti<es for ea., indi<idual emplo8ee@. 0o stud8 t,e
effe.ts of performan.e management s8stems a sur<e8 was .ondu.ted at 500 organi;ations= 78 Martine; et al.
200'" and it ,as 7een found t,at ,a<ing a proper performan.e measurement s8stem will impro<e t,e fo.us of
people to a.,ie<e 2e8 o73e.ti<es and .orrespondingl8 deri<ing emplo8ee moti<ation and satisfa.tion. Sur<e8
stud8 ,as also 7een .arried out 78 M22o et.al 200#" to appre,end t,e impa.t of performan.e measurement on
Bualit8 of life w,ere in stru.tured inter<iews ,a<e 7een .arried out wit, managers and emplo8ees. 0,e sur<e8
,as .ome out wit, a signifi.ant positi<e relations,ip 7etween impa.t and t,e Bualit8 of wor2 life on t,e ground
of learning opportunities( 3o7 satisfa.tion( wor2 atmosp,ere( parti.ipation in de.ision ma2ing and reali;ation of
personal targets and rewards.
0,e performan.e management pro.ess offers an opportunit8 for t,e integration of all /5 strategies
6rmstrong 2000". /en.e( a su..essful performan.e management s8stem is one t,at reBuires full parti.ipation
7etween emplo8ees and managers t,roug, effe.ti<e .ommuni.ation and goal agreement( resulting in .omplete
.ommon understanding and not unfounded e:pe.tations Eamp7ell( et al.( 199$". In t,e wa2e of /5
sustaina7ilit8 a s8stemati. performan.e measurement s8stem de<ised as a part of /5 poli.8 s,ould lead towards
pro<iding empowerment to its sta2e ,olders( w,ere in t,e8 s,ould 7e responsi7le( for t,eir own targets.
Empowered indi<iduals s,ould perform 7etter t,an t,ose w,o are not or less empowered *iden et al.( 2000" as
empowerment ta2es .are of emplo8ees wit, initiati<e and persisten.e.
Integrating 7ot, t,e /5 effe.ti<eness <aria7les i.e emplo8ee engagement and performan.e
management it ,as 7een suggested t,at designing t,e performan.e management pro.ess to foster emplo8ee
engagement will lead to ,ig,er le<els of performan.e Mone and *ondon 2010". 0o .reate a sustaina7le /5
pra.ti.es .ontemporar8 performan.e management pro.ess need to fo.us on .reation of .onditions for t,e
engagement of 2nowledge wor2ers in order to fa.ilitate t,e t8pe of en,an.ed performan.e desired in ad<an.ed
e.onomies.

Employee commitment:
In present times no organi;ation .an attain sustaina7ilit8 unless ea., emplo8ee is .ommitted to fulfill t,e
organi;ational o73e.ti<es. 0,erefore( .ommitment is one of t,e most .,allenging and resear.,a7le .on.ept in t,e
field of management s.ien.e. In t,is .onte:t( Salan.i2 19FF" ,as said t,at .ommitment is ?a state of 7eing in
w,i., an indi<idual 7e.ome 7ound 78 ,is a.tion and t,roug, t,ese a.tion to ,a<e a self-7elief t,at sustain t,e
a.ti<ities of ,is own in<ol<ement@ and it is a ps8.,ologi.al state of .,ara.teri;ation w,ere in t,e emplo8ees
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 !aper" ISSN 2222-2#$9 %nline"
&ol.'( No.2$( 201)

99
relations,ip wit, t,e organi;ation ,as impli.ation for t,e de.ision to .ontinue mem7ers,ip in an organi;ation
M8er and 6llen( 199F". 0,e8 ,a<e e:plained it t,roug, a $ dimensional model stating1 affe.ti<e .ommitment
7eing 7ased on ,ow mu., indi<idual want to remain in t,e organi;ation( .ontinuan.e .ommitment is a7out t,e
awareness of t,e .osts asso.iated wit, lea<ing t,e organi;ation and normati<e .ommitment refers to feeling of
o7ligation to .ontinue emplo8ment in an esta7lis,ment. Cit, respe.t to similar terminologies it ,as 7een opined
t,at organi;ational .ommitment is t,e su7set of emplo8ee .ommitment( w,i., .omprises of wor2 .ommitment(
.areer .ommitment and organi;ational .ommitment 5a3endran Mut,ur<eloo and 5aduan E,e 5ose 2005".
Eommitment is 7ot, a willingness to persist in a .ourse of a.tion and relu.tan.e to .,ange plans( often
owing to a sense of o7ligation to sta8 t,e .ourse &an.e( 2010" ,en.e( t,e .ommitted emplo8ee stands as a more
.reati<e professional and t,e8 are less li2el8 to lea<e an organi;ation t,an t,ose w,o are un.ommitted !orter
et.al. 19F)". Eommitment refle.ts t,e emplo8ees= 7elief in t,e mission and goals of t,e firm( willingness to
e:pend effort in t,eir a..omplis,ment( and intentions to .ontinue wor2ing in an organi;ation during t,eir ser<i.e
tenure Newstrom and -a<ies 2002". 0,erefore( in e:.,ange t,ese set of .lan ma8 e:pe.t from t,eir /5
fun.tionaries to pro<ide an en<ironment t,at fosters empowerment and growt,( allowing for a 7alan.e of
personal and wor2-life. It is well said t,at ?if people feel trusted( t,e8 will ma2e e:traordinar8 effort to s,ow t,e
trust to 7e warranted@ Mullin 1999".
Eommitment tends to 7e.ome stronger 7e.ause indi<iduals de<elop deeper ties wit, t,e organi;ation
and t,eir .o-wor2ers as t,e8 spend more time wit, t,em and ,en.e seniorit8 often 7rings ad<antages t,at tend to
de<elop more positi<e attitudes and a sense of .ommitment in t,em /ellriegel( 2001". 0,erefore it .an 7e
.on.luded t,at a ,ig, le<el of emplo8ee .ommitment implies willingness to wor2 for t,e organi;ations= 7enefit(
7ut ,owe<er on t,e ground of sustaina7le /5 .ontinuan.e is <er8 mu., dependent on t,e re.ipro.al .ommitment
78 t,e organi;ation to its mem7ers Mullin( 1999". !re.isel8( emplo8ees must feel a sense of 7elonging to t,e
organi;ation( t,eir positionN 3o7 must pro<ide a sense of e:.itement( and t,e8 must ,a<e .onfiden.e in
management if t,e8 are to remain .ommitted to t,e organi;ation. It is e:pe.ted t,at emplo8ers must 7ring in a lot
of fle:i7ilit8 in t,eir poli.ies to ensure emplo8ee .ommitment and t,e onl8 wa8 to generate t,e sin.ere
.ommitment in emplo8ees is t,roug, esta7lis,ing an ideal leaders,ip pro.ess in all le<els of an esta7lis,ment(
w,i., is dependa7le( relia7le( predi.ta7le( empat,eti.( .ourageous and full of .,ara.ter and integrit8 &o,ra(
200$".

Employee retention:
/iring 2nowledgea7le people for t,e 3o7 is <ital for an emplo8er( 7ut retaining t,em is e<en more essential t,an
,iring. 0,e 2e8 purpose of retention is to pre<ent t,e loss of .ompetent emplo8ees from t,e organi;ation as t,is
.ould ,a<e ad<erse effe.t on produ.ti<it8. 6t t,e same time( emplo8ees wit, s.ar.e s2ill sets are in great demand
and primaril8 t,e8 are Buite diffi.ult to sour.e and e<entuall8 if t,e8 are sour.ed still t,e8 7e.ome e<en more
diffi.ult for organi;ation=s to retain t,em up /endr.i2s( 200'". 0,ere is mu., e<iden.e from toda8=s emplo8ees(
espe.iall8 2nowledge wor2ers w,ose s2ill sets are s.ar.e( tend to e:pe.t t,eir wor2 to 7e meaningful and
rewarding. 0,omas( 2000"
6not,er falla.8 is t,at t,ere are a ,andful of esta7lis,ments w,o ma2e t,e mista2e of .entering too
mu., on emplo8ees wal2ing out t,e door and not enoug, on w,at 2eeps t,em engaged. It is an essential
prereBuisite for /5 department to understand ,ow to moti<ate people to perform at t,eir 7est and get t,em
produ.ti<el8 engaged. 0,erefore( emplo8ee retention le<el depends on t,e people w,o are ,ired( w,8 t,e8 are
,ired( and ,ow t,e8 are managed -i77le( 1999> /erman( 1999> +a8e and Jordan-E<ans( 1999". 0,e most
effe.ti<e organi;ations O and ultimatel8 t,e most profita7le O are t,ose t,at .losel8 align t,e aspirations of t,eir
emplo8ees wit, t,e goals of t,e 7usiness. In t,e ot,er ,and( un,app8 people .an seriousl8 affe.t emplo8ee
morale as w,et,er t,e8 lea<e or not( disaffe.ted wor2ers .an possi7l8 damage t,e attitudes of ot,er wor2ers
Eaplan and 0eese( 199F".
It will 7e.ome signifi.antl8 more important in t,e 8ears a,ead to re.ogni;e t,e .ommitment of
indi<iduals to an organi;ation( as well as t,e organi;ation=s need to .raft an en<ironment in w,i., one would 7e
willing to sta8 /arris( 2000". 0o 7uild .ommitment le<el among t,e in-,ouse professionals> /5 fun.tionaries
must assess its emplo8ees .apa.it8 to engage in <arious initiati<es> pro<ide ,onest feed7a.2> de<elop t,eir
strengt,s> identif8 t,eir I7lind-spots=> ma2e de.isions> and most of all( <alue ea., person=s uniBue st8le and
.apa7ilities. 0,e new .,allenge for toda8=s /5 professionals is to identif8 t,e de<elopmental strategies w,i.,
.an inspire t,e .ommitment of emplo8ees to t,e firm=s mission and <alues in t,e form of ?positi<e wor2pla.e
e:perien.es@ so t,at t,e emplo8ees 7e.ome moti<ated and ,elp t,e firm to gain and maintain a .ompetiti<e
ad<antage Draddi.2( 19##". Kor a.,ie<ing t,at emplo8ee intention to remain a part of t,e organi;ation and to
.ontinue ,isN,er 3o7 s,ould positi<el8 asso.iate wit, per.eption towards organi;ational <alues Spe.tor( 199F>
6r8ee( *u2( and stone( 199#> Mit.,el( 2001". It is t,e prerogati<e of /5 department to formulate strategies for
in.reasing emplo8ee retention su., as1 design an interesting emplo8ee <alue proposition> de<eloping a total
reward s8stem t,at .ontains more t,an .ompensation> gi<ing .onstru.ti<e point of <iew on emplo8ee
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 !aper" ISSN 2222-2#$9 %nline"
&ol.'( No.2$( 201)

100
performan.e on regular 7asis> implementing fle:i7ilit8 programs in terms of wor2 life 7alan.e> 7uilding a .ulture
of engagement( de<eloping and refining management s2ills to 7e effe.ti<e( as it engages emplo8ees w,ile
dri<ing impro<ed performan.e at t,e same time Neelman( 2012".

Implications on HR sustainability:
Sustaina7ilit8 strateg8 s,ould not 7e a !5 opportunit8( 7ut s,ould 7e in.orporated into a 7usinessPs o<erar.,ing
o73e.ti<es and t,e single 7iggest 7usiness dri<er of .orporate sustaina7ilit8 initiati<es is t,e wa8 t,e8 ,elp
.ompanies to attra.t and engage 7etter people and ma2e t,em sta8 moti<ated ones t,e8 ,a<e on 7oard. In t,is
.onne.tion( /5 s,ould le<erage sustaina7ilit8 to ad<an.e /5 o73e.ti<es su., as winning t,e war for talent(
getting t,e talent engaged( de<eloping and retaining t,em( and ensuring t,at emplo8ees are ,app8( ,ealt,8 and
produ.ti<e. 0o simplif8( /5 need to get up and stret., its mus.les 78 in.orporating sustaina7ilit8 into its
traditional roles of managing /5 pro.esses( from re.ruitment to separation> de<eloping organi;ational .apa.it8>
leading or fa.ilitating .ulture .,ange> and ,elping to moti<ate emplo8ees.

References:
6mos 0 *( 5istow 6( 5istow * 200)" /uman 5esour.e Management 2
nd
Edition". Lansdowne: Juta and Co
Ltd.
6rmstrong( M. 2000". !erforman.e management1 +e8 strategies and pra.ti.al guidelines. London, UK: Kogan
Page Limited
6r8ee( S.( *u2( &.( and Stone( 5. 199#". Kamil8-5esponsi<e &aria7les and 5etention-5ele<ant %ut.omes
among Emplo8ed !arents. Human Relations, 51(1), 73!7.
Bartlett E 6( D,os,al S 1995" ?E,anging t,e 5ole of 0op Management1 Be8ond S8stems to !eople@( Ha"#a"d
$usiness Re#iew, 73(3): 13%&1'%.
Brammer( S.( Millington( 6.( A 5a8ton( B. 200F". 0,e .ontri7ution of Eorporate So.ial 5esponsi7ilit8 to
%rgani;ational Eommitment. (nte"national Jou"nal o) Human Resou"*e +anagement, 1!(1,): 17,1&
171-.
Brim( B. 2002" I0,e longer wor2ers sta8 in t,eir 3o7s( t,e more dis,eartened t,e8 7e.ome=(.allu/ +anagement
Jou"nal, +a"*0. 1#aila2le at: 0tt/:33www.gallu/4ou"nal.*om3.+3Ja"*0i#e3issue53%,,%315*.as/
Bu.,ner( 0. C. 200F". !erforman.e management t,eor81 6 loo2 from t,e performerPs perspe.ti<e wit,
impli.ations for /5-. Human Resou"*e 5e#elo/ment (nte"national, 1,, 5-673.
Eamp7ell J( M. Elo8 5( %ppler S( Sager E 199$" 0,e 0,eor8 of !erforman.e. 7ew 8o"9: Josse:&$ass.
Eapplan( Da8le and 0eese( Mar8. 199F". Sur<i<orsQ/ow to 2eep 8our 7est people on 7oard after downsi;ing.
Palo 1lto, C1: 5a#ies&$la*9 Pu2lis0ing.
Ea<anag,( S.J. 199'" 6 Inew= ps8.,ologi.al .ontra.t for nurses1 Some management impli.ations. Jou"nal o)
7u"sing +anagement, ', 7-!3
Eoarse( 5. 19$F". 0,e nature of t,e firm. ;*onomi*a, new se"ies: 3!<&',5.
Eo8le-S,apiro( J. 6-M.( 2002". 6 ps8.,ologi.al .ontra.t perspe.ti<e on organi;ational .iti;ens,ip 7e,a<iour.
Jou"nal o) ="gani>ational $e0a#iou", %3: -%7&-'<.
-i77le( Su;anne. 1999". +eeping 8our <alua7le emplo8eesQ5etention strategies for 8our organi;ation=s most
important resour.e. 7ew 8o"9: Jo0n ?ile: and @ons. (n*.
Kran2( K.-.( Kinnegan( 5.!. and 0a8lor( E.5. 200)" I0,e ra.e for talent1 retaining and engaging wor2ers in t,e
21st .entur8=( Human Resou"*e Planning, Aol %7, 7o 3, //1%&%5.
Dao( S. A J,ang( J. 200'". Sta2e,older Engagement( So.ial 6uditing and Eorporate Sustaina7ilit8. $usiness
P"o*ess +anagement Jou"nal, 1%(<): 7%%&7',.
Draddi.2( M.N. 19##"( Eorporate !,ilosop,ies of Emplo8ee -e<elopment( Eareer Drowt, and /uman
5esour.e Strategies1 0,e 5ole of t,e /uman 5esour.e
!rofessional in Emplo8ee -e<elopment( London, +. B +one, ;.+. (;ds), Cuo"um $oo9s, ?est/o"t, CD
Duest( -. and Eonwa8( N. 199F". Emplo8ee moti<ation and t,e ps8.,ologi.al .ontra.t. Issues in !eople
Management( 7o. %1, (nstitute o) Pe"sonnel and 5e#elo/ment, London.
Dues -.( Eonwa8 N( Briner 5( -i.2man M 199'" 0,e state of ps8.,ologi.al .ontra.t in emplo8ment1 Issues in
people management. London : (nstitute o) Pe"sonnel and 5e#elo/ment
/arris( J. 2000". Kinding and 2eeping great emplo8ees. D"aining, 3<('), 11!&1%3.
/it.,.o.2 - A Cillard M 200'". 0,e Business Duide to Sustaina7ilit81 !ra.ti.al Strategies and 0ools for
%rgani;ations( London: ;a"t0s*an.
/ellriegel -( Ja.2son S E( Slo.um J C( Staude D( 6mos 0( +lopper / B( *ouw *( %ost,ui;en 0 200)".
+anagement: @e*ond @out0 1)"i*an ;dition. Ca/e Down: =E)o"d Uni#e"sit: P"ess @out0e"n 1)"i*a.
/ellriegel( -. Slo.um( Jr. J. C. A Coodman( 5.C. 2001". %rgani;ational Be,a<iour. -t0 ;dition. @:dne::
D0omson Lea"ne"s.
/endri.2s S 200'". 5e.ruitment A retention of appropriatel8 s2illed people for t,e pu7li. ser<i.e to meet t,e
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 !aper" ISSN 2222-2#$9 %nline"
&ol.'( No.2$( 201)

101
.,allenges of a de<elopmental state. Con)e"en*e o) senio" manage"s o) t0e F"ee @tate P"o#in*ial
go#e"nment, lo*al aut0o"ities, state agen*ies B t0e 2usiness se*to". %- 31 1ugust.
/erman( 5oger E. 1999". +eeping good peopleQStrategies for sol<ing t,e R1 pro7lem fa.ing 7usiness toda8.
?in*0este", A1: =a90ill P"ess.
/erpen( <an M.( !raag( <an M.( Eools( +. 2005". 0,e effe.ts of performan.e measurement and .ompensation on
moti<ation1 an empiri.al stud8. D0e e*onomist, Aol. 153, //. 3,3&3%-.
/ol7e.,e( *. and Springett( N. 200$" In Sear., of Meaning in t,e Cor2pla.e. Ho"s0am, Ro))e: Pa"9.
+a,n( C.6. 1990" I!s8.,ologi.al .onditions of personal engagement and disengagement at wor2=( 1*adem: o)
+anagement Jou"nal, Aol 33, // <-%&7%'.
+a8( Be<erl8 and Jordan-E<ans. 1999". *o<e Iem or lose IemQDetting good people to sta8. @an F"an*is*o:
$e""ett&Koe0le" Pu2lis0e"s, (n*.
+onrad( 6.M. 200'" IEngaging emplo8ees t,roug, ,ig,-in<ol<ement wor2 pra.ti.es=( (#e: $usiness Jou"nal,
+a"*031/"il, //1&<.
+u<aas( B. A -8s<i2( 6. 2009". !er.ei<ed in<estment in emplo8ee de<elopment( intrinsi. moti<ation and wor2
performan.e. Human Resou"*e +anagement Jou"nal, 1-(3): %17 &%3<.
*ado .6ugustine 6. and Mar8 E.Cilson( 199)"( ? /uman 5esour.e S8stems and Sustained Eompetiti<e
6d<antages1 6 Eompeten.8 Based !erspe.ti<e(@ 1*adem: o) +anagement Re#iew,Aol.1-,// <--&7%7.
*iden( 5. E.( Ca8ne( S. J.( A Sparrow( 5. 0. 2000". 6n e:amination of t,e mediating role of ps8.,ologi.al
empowerment on t,e relations 7etween t,e 3o7( interpersonal relations,ips( and wor2 out.omes.
Jou"nal o) 1//lied Ps:*0olog:, !5: ',7'1<.
Ma.e8 Cilliam / and S.,neider( Ben3amin.2010". 0,e Meaning of Emplo8ee Engagement.(ndust"ial 1nd
="gani>ational Ps:*0olog: Jou"nal, 1, 3&3,.
Martine;( &. and +ennerle8( M. 200'". Impa.t of performan.e management re<iews1 e<iden.e from an energ8
supplier. (n P"o*eedings o) ;UR=+1 %,,5, 1-&%% June, $uda/est
Me7ratu( -. 199#". Sustaina7ilit8 and sustaina7le de<elopment1 ,istori.al and .on.eptual re<iew. ;n#i"onment
(m/a*t 1ssessment Re#iew, 1!, '-3&5%,.
Me8er A 6llen 199F". Eommitment in t,e wor2pla.e( 0,eor8( resear., and appli.ation. D0ousand =a9s, C1:
@age
Mit.,ell( 0. 5.( and ot,ers 2001". ?C,8 !eople Sta81 Msing Jo7 Em7eddedness to !redi.t &oluntar8 0urno<er.@
1*adem: o) +anagement Jou"nal, '', 11,%11%1.
Mullins( *. 1999". Management and %rgani;ational Be,a<iour. 5t, Edition. Po"tsmout0: Pitman Pu2lis0ing.
Neelman -- 2012" Ma2ing 8our pa8-for performan.e program su..eed.0tt/:330".2l".*om3HR&
news3Com/ensation3$onus&Pa:ments3>n&+a9ing&:ou"&/a:&)o"&/e")o"man*e&/"og"am&su**eed
Newstrom( J. C. and -a<is( +. 2002". %rgani;ational Be,a<iour. 9/uman Be,a<iour at Cor2.9 11t0 ;dition:
7ew 5el0i Data +*g"aw & Hill Pu2lis0ing Com/an: Limited
!enrose (Edit, 0. 1995"(0,e 0,eor8 of t,e Drowt, of t,e Kirm( 7ew 8o"9: =E)o"d Uni#e"sit: P"ess
!orter( *.( Steers( 5.( Mowda8( 5.( A Boulian( !. 19F)". %rgani;ational .ommitment( 3o7 satisfa.tion and
turno<er among ps8.,iatri. te.,ni.ians. Jou"nal o) 1//lied Ps:*0olog:,5-, <,3& <,-.Cua"te"l:, 1,,
'!!&5,3
!ra,alad E+ A /ammond 6 2002". ?Ser<ing t,e Corld=s !oor( !rofita7l8(@ Ha"#a"d $usiness Re#iew,
@e/tem2e": '!&57.
5a3endran Mut,u<eloo and 5aduan E,e 5ose2005". 08polog8 of %rgani;ational Eommitment. 1me"i*an
Jou"nal o) 1//lied @*ien*e, %,<,1,71,7!&1,!1.
5i.,man( 6. 200'" IE<er8one wants an engaged wor2for.e ,ow .an 8ou .reate itG= ?o"9s/an, Aol '-, //3<&3-.
5o77in and Melia /ariadi 2010"( /uman 5esour.e Management( !erforman.e and %rganisational
Sustaina7ilit81 6 new paradigm( So.ial 5esponsi7ilit8( P"o)essional ;t0i*s, and +anagement
P"o*eedings o) t0e 11t0 (nte"national Con)e"en*e, 1n9a"a, Du"9e:, %'%7 7o#em2e" %,1,
5o7ertson I( Bir., 6 J 2010" 0,e role of ps8.,ologi.al well-7eing in emplo8ee engagement. Pa/e" /"esented at
$"itis0 Ps:*0ologi*al @o*iet: =**u/ational Ps:*0olog: Con)e"en*e, $"ig0ton. Janua":.
5o7inson( I. 200'" /uman 5esour.e Management in %rganisations. London, C(P5.
5o7inson( -.( !err8man( S. and /a8da8( S. 200)" 0,e -ri<ers of Emplo8ee Engagement. $"ig0ton, (nstitute )o"
;m/lo:ment @tudies.
5undle(S.J.199F"( ?Kle:i7ilit8 ( adapti<eness and responsi<eness K65-ness" as t,e 2e8 su..ess fa.tors in
mar2et entr8 in t,e sout, east 6sian growt, wedge ?( P05 t0esis,5e/a"tment o) +anagement, +onas0
Uni#e"sit:,Ai*to"ia.
Salan.i2( D.5. 199F"( Eommitment and t,e .ontrol of organisational 7e,a<iour and 7elief( 7ew di"e*tion )o"
o"ganisational 2e0a#iou", 1&5',C0i*ogo:@t.Clai"
S.,aufeli( C.B.( Ba22er 6 B 2010" 0,e .on.eptuali;ation and measurement of wor2 engagement. In1 6.B.
Ba22er and M.!. *eiter eds" Cor2 engagement1 a ,and7oo2 of essential t,eor8 and resear.,. 7ew
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 !aper" ISSN 2222-2#$9 %nline"
&ol.'( No.2$( 201)

102
8o"9: Ps:*0olog: P"ess. //1,%'.
S.,aufeli C.B( Salano<a M 200F" Cor2 engagement1 an emerging ps8.,ologi.al .on.ept and its impli.ations
for organi;ations. In1 S.C. Dilliland( -.-. Steinder and -.!. S2arli.2i eds" Managing so.ial and
et,i.al issues in organisations. ."eenwi*0, CD: (n)o"mation 1ge Pu2lis0e"s. //13577.
S.,aufeli C B( Ba22er 6 B( &an 5,enen C( 2009" /ow .,anges in 3o7 demands and resour.es predi.t 7urnout(
wor2 engagement( and si.2ness a7senteeism. Jou"nal o) ="gani>ational $e0a#io". Aol 3,. //!-3-17.
S.,aufeli C B( 0aris 0 C( &an 5,enen C 200#"( Cor2a,olism( 7urnout and engagement1 t,ree of a 2ind or
t,ree different 2inds of emplo8ee well7eing. 1//lied Ps:*0olog:: 1n (nte"national Re#iew. Aol 57.
//173%,3.
S,aw( +. 2005" I6n engagement strateg8 pro.ess for .ommuni.ators=( @t"ategi* Communi*ation +anagement,
Aol -, 7o 3, //%<&%-.
Spe.tor( !. E.( 199F". Jo7 Satisfa.tion. D0ousand =a9s, Cali).: @age.
Sta32o<i.( 6. -.( A *ut,ans( K. 199#". Self-effi.a.8 and wor2-related performan.e1 6 meta-anal8sis.
Ps:*0ologi*al $ulletin, 1%' (%), %',&%<1.
0owers !errin. 200'". Cinning strategies for a glo7al wor2for.e. 0owers !errin Dlo7al Cor2for.e Sur<e81
;Ee*uti#e "e/o"t. 1**essed at:
0tt/:33www.towe"s/e""in.*om3t/3getwe2*a*0edo*Gwe2*HHR@3U@13%,,<3%,,<,%3.?@./d)
0,omas( +ennet, C. 2000". Intrinsi. moti<ation at wor2QBuilding energ8 and .ommitment. @an F"an*is*o:
$e""ett&Koe0le".
M22o( J.( 0en,unen( J. and 5antanen( /. 200#". 0,e impa.t of performan.e measurement on t,e Bualit8 of
wor2ing life. (nte"national Jou"nal o) $usiness Pe")o"man*e +anagement, 1,, !<&-!.
&an.e( 5o7ert J.200'. Engagement and Eommitment. @HR+ Foundation Pu2li*ations: U@1.
&o,ra. -. +. 200$". Emplo8ee .ommitment and .orporate e:.ellen.e. I0 !eople. +um2ai: (ndian ;E/"ess
."ou/
Jappala( D 2010". Be8ond Eorporate 5esponsi7ilit81 0,e Spiritual H0urnP and t,e rise of .ons.ious 7usiness.
C@( $a*9g"ound Pa/e", no. <, Fe2"ua":. Cent"e )o" @o*ial (m/a*t.




The IISTE is a pioneer in the Open-Access hosting service and academic event
management. The aim of the firm is Accelerating Global Knowledge Sharing.

More information about the firm can be found on the homepage:
http://www.iiste.org

CALL FOR JOURNAL PAPERS
There are more than 30 peer-reviewed academic journals hosted under the hosting
platform.
Prospective authors of journals can find the submission instruction on the
following page: http://www.iiste.org/journals/ All the journals articles are available
online to the readers all over the world without financial, legal, or technical barriers
other than those inseparable from gaining access to the internet itself. Paper version
of the journals is also available upon request of readers and authors.

MORE RESOURCES
Book publication information: http://www.iiste.org/book/

IISTE Knowledge Sharing Partners
EBSCO, Index Copernicus, Ulrich's Periodicals Directory, JournalTOCS, PKP Open
Archives Harvester, Bielefeld Academic Search Engine, Elektronische
Zeitschriftenbibliothek EZB, Open J-Gate, OCLC WorldCat, Universe Digtial
Library , NewJour, Google Scholar